Platform Leadership

( 2 )

Overview

It is the fundamental challenge of the high-tech sector: A firm must innovate internally to succeed-yet its success may equally depend on corresponding innovations by external firms. Whether a company develops a ubiquitous operating system or the software that runs on it, a VCR or the movies we play on it, every participant in a high-tech network is vulnerable to the innovative moves of its partners and competitors.

Yet, in spite of this perilous situation, some firms have ...

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Overview

It is the fundamental challenge of the high-tech sector: A firm must innovate internally to succeed-yet its success may equally depend on corresponding innovations by external firms. Whether a company develops a ubiquitous operating system or the software that runs on it, a VCR or the movies we play on it, every participant in a high-tech network is vulnerable to the innovative moves of its partners and competitors.

Yet, in spite of this perilous situation, some firms have developed strategies that have made them industry powerhouses and world-class innovators. How? By becoming platform leaders-companies that provide the technological foundation on which other products, services, and systems are built. Platform leadership is the Holy Grail of high-tech industries, but it is difficult to achieve.

In Platform Leadership, high-tech strategy experts Annabelle Gawer and Michael A. Cusumano reveal how Intel, Microsoft, and Cisco, as well as companies including Palm and NTT DoCoMo, have orchestrated industry innovations to support their products-and, in the process, established dominant market positions. Based on these in-depth case studies and on incisive analysis, the authors present their Four Levers Framework for designing and implementing a successful platform strategy-or for improving an existing strategy:
1. Determine the scope of the firm: Is it preferable to create product complements internally or let the "market" produce them?

2. Design product technology strategically: What degree of modularity is appropriate? Should product interfaces be open or closed? What information should leaders disclose to outside firms?

3. Shape relationships with external complementors: How can the company balance competition and collaboration with outside players?

4. Optimize internal organizational structures: What processes and systems will allow the company to manage internal and external conflicts of interest most effectively?

For executives, strategists, and entrepreneurs in many high-tech arenas, this book shows how firms can orchestrate innovation to ensure their own competitive futures-and drive the evolution of their industry.

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Editorial Reviews

From The Critics
Management scholars Gawer (INSEAD, France) and Cusumano (Massachusetts Institute of Technology) began with a case study of Intel's platform strategies and technologies, then expanded their research to include the other companies. They show how platform leaders can drive a broad network of innovation within and around their industries. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9781578515141
  • Publisher: Harvard Business Review Press
  • Publication date: 5/29/2002
  • Pages: 305
  • Sales rank: 1,489,470
  • Product dimensions: 6.34 (w) x 9.74 (h) x 1.19 (d)

Table of Contents

Preface
Acknowledgments
Ch. 1 Introduction 1
Ch. 2 Intel's Rise to Platform Leadership 15
Ch. 3 Intel's Strategic Principles for Platform Leadership 39
Ch. 4 Platform Leaders and Complementors 77
Ch. 5 Alternative Strategies for Platform Leadership 131
Ch. 6 Platform-Leader Wannabes 189
Ch. 7 Conclusion 245
Notes 271
Index 295
About the Authors 305
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Customer Reviews

Average Rating 4
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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted September 11, 2003

    Good Book

    The authors have done a lot of data research and a lot of actual facts have been given. However it would have been better if they had talked more on what they felt about the strategies and critiqued them rather than having so many facts,

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  • Anonymous

    Posted April 4, 2010

    No text was provided for this review.

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